Human Resource Management involves hiring, motivating, and maintaining employees in an organization. It focuses on managing people to accomplish individual, organizational, and social goals. HRM aims to make integrated decisions regarding recruiting, developing, compensating, and separating employees in a way that is consistent with the organization's effectiveness and ability to serve customers with high quality products and services.

1. Human Resource Management

2. HRM Meaning and Definition Human Resource Management is also a function of management, concerned with hiring, motivating and maintaining people in an organisation. It focuses on people in the organisation.

7. Scope of HRM HRM Nature Introduction Procurement Prospects Industrial Relations Remuneration Motivation Maintenance

8. Difference Between HRM and PM - 1 Fast Slow Speed of decision 8 Integrated Piecemeal Initiatives 7 Customer Labour Key relations 6 Nurturing Monitoring Managerial task vis-à-vis labour 5 Values/mission Norms/ customs & practices Behaviour referent 4 Business need Procedures Guide to management action 3 Impatience with rules Importance of devising clear rules Rules 2 Aim to go beyond contract Careful dimension of written contract Employment contract 1 HRM PM Dimension S.No

9. Difference Between HRM and PM - 2 Team work Division of labour Job design 17 Few Many Job categories and grades 16 Individual contracts Collective bargaining contracts Labour management 15 HRM PM Dimension S.No Harmonisation Separately negotiated Conditions 14 Performance related Job evaluation Pay 13 Integrated Separate Selection 12 Facilitation Negotiation Management skill 11 Direct Indirect Communication 10 Transformational Transactional Management role 9

10. Difference Between HRM and PM - 3 HRM PM Dimension S.No Latest Precedes HRM Evolution 23 Mutuality of interests Organization interest is uppermost Shared interests 22 People are assets & to be used for benefit of organization Labour – a tool – expendable & replaceable Respect for employees 21 Cultural & structural strategies Personnel procedures Focus for attention for interventions 20 Learning Organization Controlled courses Training & Development 19 Climate & culture Temporary Conflict handling 18

13. HRD and HR HR is all encompassing HR includes HRD and more HR goes far beyond the traditional Personnel function HR is more proactive and change oriented HR needs competencies of a different nature from what the traditional personnel function required

32. Use of Job Analysis Information Job description and Job Specification Recruiting & Selection Performance Appraisal Salary & Wages Training & Develop Career Planning Health & Safety Employee Discipline

37. Building Pool of Candidate INTERNAL EXTERNAL

40. 50 100 150 200 1200 Leads generated (6:1) Candidates invited (4:3) Candidates interviewed (3:2) Offers made (2:1) New hires Recruiting Yield Pyramid

42. Internal Recruitment 5. Morale problem for those not promoted 5. Good performance is rewarded 4. Politics play greater role 4. Enhancement of employee morale and motivation 3. Candidate’s current work may be affected 3. Organisation have better knowledge about the internal candidates 2. It abets raiding (make a person provide something) 2. Candidates are already oriented toward organisation 1. It perpetuates the old concept of doing things 1. It is less costly Disadvantages Advantages

43. External Recruitment 3. Chances of creeping in false positive or false negative error 3. Scope of resentment, jealousies and heartburn are avoided Disadvantages Advantages 2. It is costly 2. Compliance with reservation policy becomes easy 1. Better morale and motivation associated with internal recruiting is denied to the organisation 1. Benefits of new skill, new talent and experiences to organisation

49. Process of selection Preliminary Interview Selection tests Employment Interview Reference & background Selection Decision Medical Examination Job Offer Employment Contract Evaluation R E J C T E D

55. Selection Tests Locus of control ASUFA Measuring personality factors 16 PF Behaviour in work place PAPI Understanding personality type MBTI Identifying behavioural requirement for the job Thomas Profiling Description Tests

61. Sequential Interview 1 2 3 Involves series of interviews Candidates moves from room to room

62. Panel Interview Two or more interviewers Formal